Unit 2: Human Resources

Question 1

human resource planning

Answer 1

management process of anticipating and meeting an organization´s current and future staffing needs

Question 2

labour turnover

Answer 2

measures the rate of change in human resources within an organization, per period of time

number of staff leaving per year / average number of staff x 100

Question 3

causes of high labour turnover

Answer 3

better pay and working conditions in rival companies

unhappy and discontented workforce

staff being inadequately trained - feeling incompetent and demotivated

Question 4

internal and external factors that influence HR planning

Answer 4

demographic changes

changes in labour mobility

new communication technologies

Question 5

demographic changes

Answer 5

development and trends in the population that influence workforce planning

ageing population - increase in the average age of the population

   - reduced labour mobility
   - lower labour productivity levels
   - changing consumption patterns

Question 6

changes in labour mobility

Answer 6

occupational mobility - flexibility and ability of workers to moving from one job to another (willingness to switch)

geographical mobility - the extent to which workers are able and willing to move to another area for employment purposes

Question 7

new communication technologies

Answer 7

easier to communicate
online training courses
can work at home
reduce the costs of business meetings - video calls

Question 8

steps in recruitment

Answer 8

identify the vacancy that needs filling

create a job description and person specification

advertise the post to attract candidates

review applications and draw up a shortlist

make the selection using appropriate methods

satisfy any conditions and sign contracts; inform those unsuccessful

Question 9

internal recruitment

Answer 9

hiring of people from within the organization to fill a vacancy

Advantages:

• lower risks
• lower costs of recruitment
• faster
• strengthens the worker´s loyalty
• no need for induction

Disadvantages:

• “dead wood” - no new ideas
• can create internal competition and conflict
• another vacancy is created - have to hire another 1
• less candidates to choose from
• external candidates may be more skilled

Question 10

external recruitment

Answer 10

hiring of people from outside the organization

requires job advertising, interviews, specialists, training, induction…

Question 11

types of training

Answer 11

training is important as it improves the productivity, boosts motivation and reduces labour turnover

on the job
off the job
cognitive training
behavioural training

Question 12

on the job training

Answer 12

conducted in the workplace whilst the employee is working

induction - help new staff get acquainted with the firm

mentoring - adviser providing support to less experienced colleagues

Advantages:

• cheap
• relevant
• fewer disruptions and can help build better relationships (team work)

Disadvantages:

• might pick up bad working habits from trainer
• internal staff may lack the necessary skills
• reduces productivity (trainer is taking time off work)

Question 13

off the job training

Answer 13

training conducted by specialists, away from the workplace

day release - employees take time off work to attend training
distance learning - employees undertake self-study to improve their skills
seminars - staff attend a lecture or meeting as part of their training

Advantages:

• wider range of skills can be obtained
• staff learn from outside specialists
• employees are not distracted in workplace

Disadvantages:

• more expensive
• lost productivity
• employees can take these new skills and leave to a better company

Question 14

cognitive training

Answer 14

exercising and developing the mental skills of employees to improve performance and productivity

Question 15

behavioural training

Answer 15

seeks to change or improve the patterns of behaviour at work

eg. anger or stress management, conflict resolution…

Question 16

appraisals

Answer 16

formal assessment of an employee´s performance with reference to the roles and responsibilities set out in the job description

formative appraisal
summative appraisal
360 degree feedback
self appraisal

Question 17

formative appraisal

Answer 17

takes place on an on-going basis

identifies an employee´s strengths and weaknesses or progress made

Question 18

summative appraisal

Answer 18

takes place periodically, conducted by the line manager, summarizes the personal performance and achievements of the apraisee

Question 19

360 degree feedback

Answer 19

system that involves getting comments and feedback from various different people

Question 20

self-appraisal

Answer 20

employees evaluate themselves against a predetermined set of criteria

reflect on: strengths, weaknesses and improvements necessary

Question 21

dismissal

Answer 21

termination of a worker´s employment due to their incompetence or breach of the employment contract

Question 22

redundancy

Answer 22

when a business can no longer afford to hire a certain number of workers OR because the job ceases to exist (their services are no longer needed)

Question 23

teleworking

Answer 23

employees working away from the office by using electronic forms of communication

Question 24

flexitime

Answer 24

work schedule that requires employees to work a certain number of hours, but they can choose when they want to work

Question 25

migration for work

Answer 25

employees move to other countries in search of employment opportunities this has increased due to globalization + technologies

Question 26

part time

Answer 26

employees work fewer hours, they have shifts

Question 27

outsourcing

Answer 27

use of external providers for certain non-core business activities eg. cleaning, catering and security

Question 28

offshoring

Answer 28

relocating business functions or activities abroad lower production costs by using cheaper labour in less economically developed countries (India, Vietnam..)

Question 29

re-shoring

Answer 29

transfer and relocation of a firm´s overseas operations back to its country of origin due to cost or competitive advantages

Question 30

delegation

Answer 30

process of passing down of control and authority to subordinates

Question 31

span of control

Answer 31

number of subordinates who are directly accountable to a manager

Question 32

levels of hierarchy

Answer 32

refers to the management structure of an organization in terms of layers of formal authority

Question 33

chain of command

Answer 33

formal line of authority through which orders or decisions are passed down from top to bottom of hierarchy instructions and commands flow downwards accountability flows upwards

Question 34

bureaucracy

Answer 34

authority and decision making are centralized culture focused on rules and standards discourages workers + reduces flexibility -- inefficiencies and slower decision making

Question 35

centralization

Answer 35

when decision making is in the hands of a very small number of people at the top of the hierarchical structure

Question 36

decentralization

Answer 36

structure with shared decision-making authority and responsibility

Question 37

de-layering

Answer 37

process of removing one or more layers in the organizational hierarchy to make the structure flatter

Question 38

types of organizational charts

Answer 38

``` flat tall hierarchical organization by product organization by function organization by region ```

Question 39

flat structure

Answer 39

few layers of management - wide span of control - pressure + difficult to manage - suitable when workers can organize their own work effectively - shorter chain of command - improves communication - culture of relationships is usually open and informal

Question 40

tall structure

Answer 40

many layers of management - roles and responsibilities are more specialized - narrow span of control - clear chains of command - long chains of command - miscommunication - motivational for workers at the bottom (promotions)

Question 41

hierarchical

Answer 41

many levels of responsibility | rigid and bureaucratic

Question 42

organization by product

Answer 42

suitable for large businesses that have a broad product line each product has its won internal structure

Question 43

organization by function

Answer 43

arranges individuals by specific functions performed most common structure eg. marketing, production and finance

Question 44

organization by region

Answer 44

establishing a organizational structure according to different geographical locations support logistical demands and differences in different locations

Question 45

project based organization

Answer 45

human resources are organized around particular projects

Question 46

shamrock organization

Answer 46

non-essential work should be contracted out to specialists - professional core - contingent workforce - outsourced vendors

Question 47

key functions of management according to Henri Fayol

Answer 47

``` planning organizing commanding coordinating controlling ``` task-oriented rather than people-oriented

Question 48

manager vs leader

Answer 48

leaders have a long term vision managers have a short term vision leaders deal with what and why questions managers deal with how and when questions leaders inspire and motivate managers are listened to because of authority

Question 49

leadership styles

Answer 49

``` autocratic paternalistic democratic laissez-faire situational ```

Question 50

motivation theorists are

Answer 50

``` Taylor Maslow Herzberg Adams Pink ```

Question 51

Taylor

Answer 51

scientific management - measurement of what can be done and how - monitoring to ensure targets are met - control by using rigorous analysis of the firm's inputs, outputs and costs piece rate - payment system which rewards workers based on their productivity

Question 52

Maslow

Answer 52

hierarchy of needs - self-actualization - esteem - love/belonging - safety - physiological

Question 53

Herzberg

Answer 53

two factor theory - hygiene and motivators salary isn't a motivator -- expectation - lower level needs - hygiene factors (physical needs) - prevent dissatisfaction - higher level needs - motivators (psychological needs) - motivate workers

Question 54

Adams

Answer 54

equity theory the effort they put into a job should be reflected in what they get out of it if inputs are fairly rewarded by outputs - motivation is high

Question 55

Pink

Answer 55

drive argues that extrinsic factors no longer work autonomy - control their work + accountable mastery - improve on something they love purpose - gives context to autonomy and mastery

Question 56

types of financial rewards

Answer 56

``` salary wages (time or piece rate) commission profit-related pay performance-related pay employee share ownership schemes fringe payments ```

Question 57

types of non-financial rewards

Answer 57

``` job enrichment job rotation job enlargement empowerment purpose teamwork ```

Question 58

corporate culture

Answer 58

refers to the sets of values, norms and beliefs in an organization

Question 59

cultural norm

Answer 59

dominant culture in an organization

Question 60

cultural quotient

Answer 60

the ability of workers to understand other cultures to avoid misunderstandings

Question 61

culture gap

Answer 61

when the actual culture of the organization doesn't correspond with the desired culture

Question 62

types of organizational culture

Answer 62

``` power culture role culture task culture person culture entrepreneurial culture inert culture adaptive culture ```

Question 63

employee representatives

Answer 63

individuals or organizations who act as a voice of the workforce eg. trade unions

Question 64

employer representatives

Answer 64

individuals or organizations that represent the senior management team in the collective bargaining process

Question 65

methods used by employees

Answer 65

``` collective bargaining slow-downs / go-slows work-to-rule overtime bans strike action ```

Question 66

methods used by employers

Answer 66

collective bargaining threat of redundancies changes of contract closure and lock-outs

Question 67

approaches to conflict resolution

Answer 67

conciliation and arbitration employee participation and industrial democracy no-strike agreement single-union agreement

Question 68

reasons for resistance to change in the workplace

Answer 68

self-interest low tolerance misinformation different interpretation of circumstances

Question 69

HR strategies for reducing the impact of change and the resistance to change

Answer 69

getting agreement / ownership planning and timing the change communicating the change